Human Resource Information System

Transcription

1 CA Implementation of Human Resource Information System Requirement Specification Catalogue (RSC) Generic User Requirements HRIS Review Team 2017

2 CONTENTS 1.0 TERMS AND ABBREVIATIONS INTRODUCTION AND BACKGROUND CURRENT STATE OF AFFAIRS GENERAL OUTLINE CA ORGANISATIONAL STRUCTURE PCC BUSINESS PROCESSES CURRENT HRIS REQUIREMENTS FOR THE NEW SYSTEM ENVISAGED FUTURE STATE GENERAL REQUIREMENTS FUNCTIONAL REQUIREMENTS Workforce Planning & Organization Design Performance Management Health & Safety Remuneration Talent Management Training & Capability Development Leadership Development HR Analytics TECHNICAL REQUIREMENTS DELIVERY & CHANGE MANAGEMENT INSTRUCTION TO TENDERERS GENERAL Cost of Tender TENDER DOCUMENTS Tender Procedure General Responsibility of Tenderer Clarification of Tender Documents Amendment of Tender Documents PREPARATION OF TENDERS Language of Tender Documents Comprising the Tender Tender Prices Tender Currencies Documents Establishing Good's Conformity to Tender Documents Tender Security Period of Validity of Tenders Format and Signing of Tender SUBMISSION OF TENDERS Sealed Envelopes Number of Proposals All envelopes shall: Deadline for Submission of Tenders Late Tenders Modification and Withdrawal of Tenders Preliminary Examination Clarification of Tenders Evaluation of Technical Proposals Screening of requirements Presentations Scoring of Technical Proposals Short listed technical proposals HRIS Review Team April 2017 Page 2 of 20

3 Demonstrations Solutions Presentation and Demo Final Short-listed Solutions Envelopes containing the financial proposals of Tenderers shall be opened provided that the technical proposal: Financial Evaluation AWARD OF CONTRACT Award of Tender Award Criteria Purchaser's right to accept any Tender and to reject any or all Tenders Notification of Award Signing of Contract Performance Security Delivery Schedule Tables TABLE: TERMS AND ABBREVIATIONS... 4 Diagrams DIAGRAM 1: CA PCC AMEWORK... 5 DIAGRAM 2: CA ORGANIZATIONAL STRUCTURE... 5 DIAGRAM 3: CURRENT HRIS... 6 DIAGRAM 4: TO BE ARCHITECTURE... 7 HRIS Review Team April 2017 Page 3 of 20

4 1.0 TERMS AND ABBREVIATIONS Terms and abbreviations used in this document and attachments have the meaning as shown in the table below. Term/abbreviation BA BP BR CA HR HR21 IT PCC SOPs Meaning Business Analyst Business Process Business Rule Fiji Revenue & Customs Authority Human Resources Employee & Manager Self Service Kiosk Information Technology People, Capability and Culture Standard Operating Procedures Table: Terms and Abbreviations 2.0 INTRODUCTION AND BACKGROUND The Human Resource Information System refers to the system of collecting, recording, classifying, presenting, processing, storing and disseminating various information, required for efficient and effective management of human resources in an organization. In order to manage diverse information in a complex environment, human resource departments of various organizations have increasingly used computer based human resource information systems. The Human Resource Information System (HRIS) supports strategic and operational use of the human resource. (GAO, US Federal Government) The implementation of this project will accomplish the requirements to have a robust integrated Payroll & Human Resource Information System that will acquire, store, analyse, control and process the flow of HR information and services throughout the Fiji Revenue & Customs Authority. This system should have the capacity to automate key HR processes. The selected system should meet the current needs of the Authority and have the flexibility and capacity to grow and meet future needs for a digital HR environment. The new HRIS will need to facilitate the following key functions: (1) Workforce Planning & Organization Design (2) Performance Management (3) Health & Safety (4) Remuneration (5) Talent Management (6) Training & Capability Development (7) Leadership Development (8) HR Analytics The HRIS will add value by enabling the setting of measurable benchmarks to recruit, train and retain the best employees, coordinate employee job descriptions with areas of responsibility, schedule training for recertification, safety, and revised work procedures, provide incentives to motivate and improve employee performance, track accident statistics and implement corporate strategies to improve overall health and safety. Every CA employee should be able to view their personal information with analytical reports available to support decision making. HRIS Review Team April 2017 Page 4 of 20

5 3.0 CURRENT STATE OF AFFAIRS 3.1 GENERAL OUTLINE CA is undergoing a series of transformations as we focus on achieving our Vision of being A World Class revenue authority delivering excellence in revenue collection, border protection, trade & travel facilitation. The Strategic Focus Areas include: (1) Partnership (2) Legislation & Process (3) People (4) Technology People are considered the most valuable asset and work is in progress to implement a new framework that allows CA to access the best fit resources, nurture their capability and drive a performance culture that keeps staff engaged. PEOPLE CAPABILITY & CULTURE AMEWORK Structure Diagram 1: CA PCC Framework 3.2 CA ORGANISATIONAL STRUCTURE The organization structure is underpinned with a One Service One Team focus leveraging synergies in core functional areas. Diagram 2: CA Organizational Structure HRIS Review Team April 2017 Page 5 of 20

6 3.3 PCC BUSINESS PROCESSES The PCC division is responsible for facilitating the implementation of the PCC framework across the organization. A significant part of the current processes is manual or semi-automated. As such, quality analysis is limited with many hours required to consolidate data into useful information. We expect the selected vendor to work in partnership with the CA project team to review our BPs and provide advice on which processes are obsolete or should be amended, which processes to include with the view of automation, and which processes should preferably remain manual. This should assist in: a) Eliminating or reducing the amount of non-value adding activities and decrease time in delivering outputs and outcomes; b) Knowledge transfer to CA; and c) Benchmarking against best practices. During this process, relevant business rules should be updated. Existing standard operating procedures and BP/BR documents will be made available. 3.4 CURRENT HRIS The current HRIS is more than 10 years old. It includes standard HR administration services including payroll as depicted below. The HRIS is used for transactional employee processes such as registering new employees, payroll and leave administration. Although other modules Diagram 3: Current HRIS 4.0 REQUIREMENTS FOR THE NEW SYSTEM 4.1 ENVISAGED FUTURE STATE CA is seeking a technical solution that: a) supports the effective management of human capital; b) leverages best practices; c) reduces manual transactional work; d) enhances reporting capability; e) enables multi-channel engagement; and f) integrates seamlessly with external systems performing specific functions. It is expected that the new HRIS will support the entire HR function in CA. Activities such as leave administration, overtime claims, career progression, etc. should be automated from point of application/entry with strong workflow management to support the processes. HRIS Review Team April 2017 Page 6 of 20

7 Diagram 4: To Be Architecture 4.2 GENERAL REQUIREMENTS GR 1 Requirement The system should incorporate the existing components as far as practicable and provide for better or additional functions benchmarked against international best practices. 2 The system should be customisable. 2.1 The system must be built on a standard framework of core features and layers for the customization, which as far as possible should be done following a configuration approach rather than one based on individually designed and specifically developed components. 3 The system must provide full history of reference data. 4 The system must provide comprehensive data exchange capability for systematic exchange of relevant data with other systems. 5 The system must provide comprehensive Document Management The system must provide comprehensive MIS, comprising predefined reports, ad hoc queries and ad hoc report generation. The system must provide support for processing paper based information as well as electronic processing. The system must provide comprehensive documentation, including system administration and maintenance literature and user guides. It is required that online training and all support documentation must be available electronically and that these must be able to be maintained on an ongoing basis in an effective and efficient manner. 8.1 User manuals must be available as a comprehensive onscreen context sensitive help system. 8.2 System maintenance and operations related manuals to be provided in electronic form and hard copy. HRIS Review Team April 2017 Page 7 of 20

8 GR 9 10 Requirement The system must be able to import and export data in various formats with clear data migration plans and a proposed best practise migration model clearly defined. The analysis of current processes and product optimization regarding the specifics of the HR process is required Mapping of current BP presenting "as is" situation Proposing relevant modernization and optimization of all business critical processes based on the vendor's own reference model and recognized best practice Preparing BP model, which includes simulation of automated processes All user screens, user manuals, and basic technical system support in English language. The basic configuration ensures that there is no need to create new program versions for language versions. The system must ensure secure, authorised and auditable/traceable access to employee data, which in principle and by nature is sensitive and should be protected accordingly; 12.1 Vendors may propose use of recognized products for the purposes of authorization and authentication The User Administration module of the new system must use the domain and privilege of the system administrator, who in turn may assign a subset of his rights in accordance with security requirements to the so-called advanced users. The system must incorporate multi-channel services with supporting workflows allowing staff to access their information, engage with other staff, engage in online learning, etc. Vendors may propose for an All-in-One or Partial Solution. Where a Partial Solution is offered, capability for integration or data exchange should be clearly disclosed. 4.3 FUNCTIONAL REQUIREMENTS The functional requirements are split into 3 components and is updated with Y (Yes), N (No) or O (Optional) Workforce Planning & Organization Design 1 Online applications for vacant positions is available. 1.1 Information from application forms are automatically analysed and classified based on standard evaluation matrices. 1.2 Biodata of applicants is stored in a suitable format that enables additional analytics to be performed in case of future opportunities for recruitment. 1.3 Produce system generated evaluation reports based on standard evaluation matrices. 2 Create & maintain employee files electronically with automatic triggers for important dates e.g. contract expiry, rotations, etc. 3 Provide robust classification system to identify each employee. The Tax Identification Number may be used as the main identifier. Option for alphanumeric system should be available. Y Y Y HRIS Review Team April 2017 Page 8 of 20

9 Automatic updating of position descriptions which is directly aligned with the organization structure. This includes changes arising from rotation, etc. Flexibility to add, amend, remove position descriptions at any level within the organization structure subject to authorisation for this function. Real-time updates of the organization structure at multiple levels which can be viewed at any time by management. Data can be further analysed or drilled down to the lowest level. Robust workflow management is in place that allows automated processes seeking approval, escalations, providing feedback. Include a business intelligence tool that conducts analysis on historical data, future projections, simulations, etc. for better workforce planning and organization design. Reports are generated in multiple formats e.g. PDF, excel, etc. Produce system generated standard reports which is prepopulated from existing data Performance Management Individual performance & work plans are stored electronically and directly linked to position descriptions. Individual performance & work plans are linked to sectional & organization plans. Key Performance Indicators are updated & reported in multiple formats with triggers to highlight underperformance, etc. Multiple methods for performance ratings is available. Performance appraisals can be generated from work plans and linked to benefits e.g. bonus, salary increments, etc. Scores or ranking capability is possible based on predetermined criteria. Set up rewards & recognition system based on best practices. This should be linked with all relevant functionalities. Interactive web-based portal that allows staff, managers, teams to communicate updates, access work history, seek feedback, etc. Automated process from point of application for leave applications, overtime, meal claims, etc. to point of approval. Y Y Y HRIS Review Team April 2017 Page 9 of 20

10 2.1.2 Automated reconciliations and checks are in place prior to approval. 3 Documents can be uploaded and saved for each employee. 4 Provide tracking system for discipline cases Robust workflow management is in place that allows automated processes and notifications for approvals, escalations, providing feedback, etc. Include a business intelligence tool that conducts analysis on historical data, future projections, simulations, etc. for better performance management, leave & claims administration. Reports are generated in multiple formats e.g. PDF, excel, etc. Produce system generated standard reports which is prepopulated from existing data Health & Safety 1 Keeps a records of health & safety equipment for all staff 1.1 Flags that an update is required if any changes are made relating to staff movement, new staff, stock replacement, incident, etc. 2 Provides standard templates for incident reports. 3 Allows for separate tracking of wellness programs N O O Robust workflow management is in place that allows automated processes and notifications for approvals, escalations, providing feedback, etc. Include a business intelligence tool that conducts analysis on historical data, future projections, simulations, etc. for effective management of health, safety & wellness. Reports are generated in multiple formats e.g. PDF, excel, etc. Produce system generated standard reports which is prepopulated from existing data Remuneration 1 Input of salary and other financial conditions within a controlled & secure environment Y Y Y HRIS Review Team April 2017 Page 10 of 20

11 Financial profile is entered once and directly linked with various components of the system enabling further analytics & processing e.g. cost/organization structure, KPIs ranking, pay processing, etc. All financial amendments have a clear auditable trail that can be drilled down to time, date, user, etc. Allow for changes to pay periods from weekly, fortnightly or monthly. Changes can take place at any time within the financial year. Special payments can be processed outside of normal pay runs. Automate calculation of pay, deductions, benefits, etc. based on specific standards & classifications. Electronic submissions from staff for salary deductions, overtime, etc. are computed automatically during pay runs. Automatic triggers are raised for any discrepancies in calculation, entitlements, etc. Automate reconciliation of pay run variations and generate reports detailing variances at individual and summary level Able to set multiple formulas using different variables for calculating pay rates or benefits. Changes in income tax rates or mandatory deductions can be changed by the administrator and in a controlled and secure environment Blanket changes in pay structures, rates, benefits, etc. that affect all or large groups of employees can be uploaded in one file across multiple employee records and will automatically update all related records Upload and download documents & files from external sources Tax calculations are compliant with Fiji tax law especially PAYE. Payroll software must be accredited by CA. Y Y Y Y Y Y Y Y Y 9 Pay & financial data is easily accessed by employees Interface or integrate with external systems where shared data is necessary for processing employee information or financial reports e,g, accounting system, time & attendance, etc. Robust workflow management is in place that allows automated processes and notifications for approvals, escalations, providing feedback, etc. HRIS Review Team April 2017 Page 11 of 20

12 Include a business intelligence tool that conducts analysis on historical data, future projections, simulations, etc. for effective management of payroll, overtime, leave & other financial benefits. Reports are generated in multiple formats e.g. PDF, excel, etc. Produce system generated standard reports which is prepopulated from existing data. Can set different standards easily for leave administration e.g. pro rate to prepaid leave. Y Y Y 14.1 Run multiple leave reports analysing different variables. Y Y 14.2 Offsetting leave from different periods is done automatically via a standard process Talent Management 1 Generate statistical analysis across system functionalities using different variables to identify potential & high performing pool of employees. 2 Generate surveys to increase employee engagement. N O O 3 Managers are able to extract profiles at divisional or organizational level. N O O Training & Capability Development Maintain a record of learning & professional development for all employees. Generate reports or provide real-time data that identify best fit employees to undertake specific training programs. Allow setting of specific criteria for identifying employees using variables from various system functionalities e.g. employee profile, performance plans, work history, etc. 3 Automate process from application to approval. 4 5 Back-to-office reports are automated with action plans monitored. Triggers are in place when deadlines are due. Robust workflow management is in place that allows automated processes and notifications for approvals, escalations, providing feedback, etc. N O O HRIS Review Team April 2017 Page 12 of 20

13 6 7 Include a business intelligence tool that conducts analysis on historical data, future projections, simulations, etc. for effective management of training & development. Reports are generated in multiple formats e.g. PDF, excel, etc. A repository of training materials, reports, etc. that is accessible by all employees. Operates as a library for knowledge retention. N O O Leadership Development 1 Generate statistical analysis across system functionalities using different variables to identify potential leaders for succession planning. 2 Generate leadership surveys & analyse results. N O O 3 Interactive engagement portal with staff for recording coaching and mentoring sessions. N O O HR Analytics Robust workflow management is in place that allows automated processes and notifications for approvals, escalations, providing feedback, etc. Include a business intelligence tool that conducts analysis on historical data, future projections, simulations, etc. for effective management of training & development. Reports are generated in multiple formats e.g. PDF, excel, etc. Able to run multiple analytics using data sourced from the core system and external systems. 2.2 Able to develop surveys & produce analytical reports. 3 Evaluate & run risk reports based on predefined criteria. 3.1 Generate regular reports & triggers based on risk classifications 4.4 TECHNICAL REQUIREMENTS 1 Standard authentication process is based on best practices. Y Y Y 2 Multiple levels of profiles can be created. HRIS Review Team April 2017 Page 13 of 20

14 All changes are done within a stringent Change Control process and detailed audit trail. Level of customisation & configuration should follow a standard & stringent process. There should be a robust search engine allowing multiple search functionalities. All data and attachments should be easily stored, retrievable, and backed up. Solution is web based and has provision for self-services. Employee number is approximately Ease of interfacing or integrating with external systems. 9 Provide hardware specifications to support the software. Y Y Y 5.0 DELIVERY & CHANGE MANAGEMENT The vendor must provide the following information: Project management plan identifying timelines & milestones Resources list, work profile, role within project Project management methodology Change management methodology Training plan Maintenance & support plan Expectations from CA & any assumptions must be clearly outlined. 6.0 INSTRUCTION TO TENDERERS 6.1 GENERAL Cost of Tender The Tenderer shall bear all costs associated with the preparation and submission of its Tender, and the Fiji Revenue & Customs Authority, hereinafter referred to as "the Purchaser", will in no case be responsible or liable for those costs, regardless of the conduct or outcome of the Tender process. 6.2 TENDER DOCUMENTS Tender Procedure The Tender Procedure, the goods and services required by the Tender and the contract terms are prescribed in this chapter. In addition to the Invitation to Tender, this Terms of Reference Document (TOR) can be downloaded via or requested via tenders@frca.org.fj General Responsibility of Tenderer The Tenderer is expected to examine all instructions, forms, terms and specifications in the Tender Documents. Failure to furnish all information required by the Tender Documents or submission of a Tender not substantially responsive to the Tender Documents in every respect will be at the Tenderer's risk and may be rejected Clarification of Tender Documents a. A prospective Tenderer requiring any clarification of the Tender Documents may notify the Purchaser in writing via tenders@frca.org.fj. HRIS Review Team April 2017 Page 14 of 20

15 b. The Purchaser will respond electronically to any request for clarification of the Tender Documents. Written copies of the Purchaser's response (including an explanation of the query but without identifying the source of the inquiry) will be sent to all prospective Tenderers who have received the Tender documents; c. The Tenderers right to request clarifications is not covered by any deadline extension to the Submission of Tenders that the Purchaser may give Amendment of Tender Documents a. Prior to the deadline for submission of Tenders, the Purchaser may, for any reason whether at its own initiative or in response to a clarification requested by a prospective Tenderer, modify the Tender documents by amendment; b. The amendment will be notified in writing to all prospective Tenderers and will be binding on them; c. In order to afford prospective Tenderers reasonable time within which to take the amendment into account in preparing their Tenders, the Purchaser may, at its discretion, extend the Deadline for the Submission of Tenders. 6.3 PREPARATION OF TENDERS Language of Tender The Tender prepared by the Tenderer and all correspondence and documents relating to the Tender exchanged by the Tenderer and the Purchaser, shall be written in the English language Documents Comprising the Tender The Tender prepared by the Tenderer shall comprise the following components: a. Financial Proposal(s) comprising of the Tender Form and the appropriate price schedules/forms furnished in the Tender Documents; b. Technical Proposal(s) showing that the goods and services to be supplied by the Tenderer conform to the Tender Documents; c. Tender Security (Clause 6.3.6) Tender Prices a. The Tenderer shall indicate on the appropriate Financial Proposal Forms attached to these documents, the total price of the goods and services it proposes to supply under the Contract. Prices quoted for the Equipment and System Software shall be duty free and inclusive of all expenses for transportation, clearing, delivery, installation and commissioning; b. Prices quoted should not include the Value Added Tax (VAT). The VAT amount should be shown only on the Summary of Total Costs Tender Currencies Prices shall be quoted in Fiji Dollars or US Dollars. Tenderers quoting in US Dollars are to include the exchange rate that is applicable Documents Establishing Good's Conformity to Tender Documents a. The Tenderer shall furnish, as part of its Tender, documents establishing the conformity to the Tender Documents of all goods and services which the Tenderer proposes to supply under the contract; b. All technical specifications shall be supported by documentary evidence which must prove the goods' and services conformity to the Tender requirements. Such documentary evidence may be in the form of literature, drawings and data Tender Security a. The Tenderer shall furnish, as part of its tender, Tender Security equal to FJ$10,000 (Ten Thousand Fiji Dollars). The Tender Security shall be issued in the name of Fiji Revenue & Customs Authority; b. The Tender Security shall be a bank guarantee issued by a bank operating in Fiji and valid for 30 days beyond the validity of the tender; c. Unsuccessful Tenderer's Tender security will be returned as promptly as possible; HRIS Review Team April 2017 Page 15 of 20

16 d. The successful Tenderer's Tender Security will be discharged upon the Tenderer's signing the Contract, and furnishing a performance security. e. The Tender security may be forfeited: i. if a Tenderer withdraws its Tender during the period of Tender validity; OR ii. in the case of a successful Tenderer, if the Tenderer fails: a) to sign the Contract, or b) to furnish a performance security Period of Validity of Tenders a. Tenders shall remain valid for 180 days after the deadline for submission of Tender prescribed by the Purchaser. A tender valid for a shorter period will be rejected by the Purchaser as non-responsive; b. In exceptional circumstances, the Purchaser may solicit the Tenderer's consent to an extension of the period of validity. The request and the responses thereto shall be made in writing. The Tender Security provided shall also be suitably extended. A Tenderer may refuse the request without forfeiting its Tender Security. A Tenderer granting the request will not be required nor permitted to modify its Tender Format and Signing of Tender a. The Tender shall be prepared in two (2) identical copies clearly marking one copy as "Original Tender". In the event of any discrepancy between them, the original shall govern; b. The original and all copies of the Tender shall be typed or written in indelible ink and shall be signed by the Tenderer or a person or persons duly authorised to bind the Tenderer to the contract; c. The Tender shall contain no inter-lineation, erasures or overwriting except as necessary to correct errors made by the Tenderer, in which case such corrections shall be initialed by the person or persons signing the Tender. d. The hardcopy Tender must be accompanied by an electronic copy. 6.4 SUBMISSION OF TENDERS Sealed Envelopes Tenders should be submitted in two separate sealed envelopes each clearly marked as to contents and enclosed in a third sealed envelope. The first envelope shall contain the Technical Proposal together with the Tender Security. The second envelope shall contain the Financial Proposal Number of Proposals The Tenderer may submit more than one proposal based on different system software platforms, provided each proposal is self-contained and submitted in separate sealed envelopes, in accordance with these Instructions, and no cross reference is made between them All envelopes shall: a. Bear the project name - "Tender No. 4/2017 HR Information System" and b. be addressed to:- The Tender Board, Fiji Revenue & Customs Authority, Level 3 Building 3 1 Ratu Sukuna Road, Nasese Suva FIJI Deadline for Submission of Tenders a. Tenders must be received by the Purchaser at the address specified no later than 12pm 28 April 2017; b. The Purchaser may, at its discretion, extend this deadline for the submission of Tenders by amending the Tender Documents, in which case all rights and obligations of the Purchaser and Tenderers previously subject to the deadline will thereafter be subject to the deadline as extended. HRIS Review Team April 2017 Page 16 of 20

17 6.4.5 Late Tenders Any Tender not submitted by the time and date prescribed will be rejected Modification and Withdrawal of Tenders a. The Tenderer may modify or withdraw its Tender after the Tender submission, provided that written notice of the modification or withdrawal is received by the Purchaser prior to the deadline prescribed for submission of Tenders in Clause 6.4.4; b. The Tenderer's modification or withdrawal notice shall be prepared, marked and dispatched in accordance with the provisions of Clauses 0 and A withdrawal notice may also be sent by cable but followed by a signed confirmation copy, post marked not later than the deadline for submission of Tenders; c. No Tender may be withdrawn in the interval between the deadline for submission of Tenders and the expiration of the period of Tender validity specified by the Tenderer. Withdrawal of a Tender during this interval may result in the Tenderer's forfeiture of its Tender security Preliminary Examination a. The Purchaser will examine the Technical Proposals to determine whether they are complete, whether the required sureties have been furnished, whether the documents have been properly signed and whether the tenders are generally in order; b. Prior to the detailed evaluation of the Technical Proposals the Purchaser will determine the substantial responsiveness of each tender to the Tender Documents. A substantially responsive tender is one which conforms to all the terms and conditions of the Tender Documents without material deviations. The Purchaser s determination of a tenderer s responsiveness is to be based on the contents of the tender itself without recourse to extrinsic evidence Clarification of Tenders To assist in the examination, evaluation and comparison of Tenders the Purchaser may, at its discretion, ask the Tenderer for a clarification of its Tender. The request for clarification and the response shall be in writing and no change in the price or substance of the Tender shall be sought, offered or permitted Evaluation of Technical Proposals a. The Purchaser will determine which Tenderers are qualified to perform the contract satisfactorily by evaluating the Technical Proposals submitted prior to the opening of the Financial Proposals. During the evaluation of the Technical Proposals the Financial Proposals will be kept under lock and key at the premises of the Main Tender Board; b. The Purchaser will evaluate the technical proposals on the basis of the following Evaluation Categories and Weights: 1. Tenderer Credibility. Overall suitability of the Tenderer to undertake the task required. 10% 2. Implementation Plan and Support. Tenders ability to develop, install and support the system. 30% 3. System Software, Hardware and Application Environment. Compliance against the stated requirements. Any additional requirements 50% above the specified requirements shall be considered during evaluation. 4. Overall Solution Offered. 10% Screening of requirements Technical Proposals that do not comply with the requirements specified in the Tender Documents will be disqualified. Tenderers who cannot meet fully a requirement but can provide a suitable alternative may be included for further consideration Presentations The presentations, if requested by the Purchaser, shall take place in Fiji. Tenderers shall have the opportunity to present their solutions to the Evaluation Committee and be ready to receive/clarify any issues that the Committee shall raise. The main aim of the presentation is to clarify the details of the technical proposal and to ensure that the Purchaser fully understands the Tenderer s technical proposal. During the presentations the screening of the requirements will continue. HRIS Review Team April 2017 Page 17 of 20

18 Scoring of Technical Proposals Technical Proposals that successfully pass the requirements screening will be evaluated and scored on the basis of how they meet and exceed the requirements Short listed technical proposals Assessment reports shall be prepared for the short listed Technical Proposals Demonstrations a. Following the selection recommendation and acceptance of the short-listed Technical Proposals, Tenderers may be asked to demonstrate their solutions to the Evaluation Committee. Refusal by any Tenderer to demonstrate its solution may be considered as a withdrawal of the Tender and may result in the forfeiture of the Tender Security; b. Demonstration Details The demonstration environment shall enable the Evaluation Committee to verify the functionality, features, and integration of the proposed system. The demonstration shall as a minimum include the following: 1. Software features 2. Failures scenarios 2.1 Database Server(s) 2.2 Application Server(s) 2.3 Disk subsystem 2.4 Fail-over/re-establishment central /backup server (The demo shall present the LAN and WAN features of the framework) 4. Application software and hardware 4.1 Software and hardware offered (richness and limitations) 4.2 Data & Functional Integration across application and entire solution 4.3 Production of ad-hoc enquiries & reports 4.4 If package is offered, ease of package customization, modular design 5. Security features of applications/solution 6. Development environment and tools proposed 6.1 Integration 6.2 Ease of use 6.3 Maintainability 7. An application environment shall be set up to demonstrate the key features of the solution proposed and/or tools for development. The scenarios should be modelled around the required system functionality and procedures outlined in this document. 8. In addition to the above requirements, the Tenderer may be asked to arrange one site visit to an existing similar installation where the Evaluation Committee can observe the proposed environment in operation. 8.1 Tenderers shall demonstrate their solutions over a period of up to four (4) days. Failure to demonstrate will be at the Tenderer s risk and may result in the rejection of the Tender; 8.2 Demonstrations can take place either in Fiji or abroad. Tenderers shall be ready to demonstrate on or after the 7th week from the date of submission of the Tenders; 8.3 Following the demonstration process and as a result of the demonstration(s) the scoring of the Technical Proposals shall be reviewed Solutions Presentation and Demo The presentation and the demonstration costs shall be borne by the Tenderer Final Short-listed Solutions At this stage, assessment reports shall be prepared for the final short-listed Technical Proposals. The final short-list of Technical Proposals shall be based on the points scored Envelopes containing the financial proposals of Tenderers shall be opened provided that the technical proposal: a. score a minimum of 75% of the total marks on the basis of the above criteria (Clause 6.4.9) or b. score a minimum of 60% on each Category. HRIS Review Team April 2017 Page 18 of 20

19 Financial Evaluation a. The Purchaser will evaluate and compare the tenders previously determined to be substantially responsive pursuant to Clause Error! Reference source not found.; b. Arithmetical errors will be rectified on the following basis. If there is a discrepancy between the unit price and the total price that is obtained by multiplying the unit price and quantity, the unit price shall prevail and the total price shall be corrected. If there is a discrepancy between words and figures, the amount in words will prevail; c. The comparison of tenders and the selection of the best evaluated Tender shall be made on the basis of the Total Price and the cost of annual maintenance for five years (including one year warranty period) shown on the Financial Form Summary of Total Costs, hereinafter called the Tender Cost ; d. To facilitate evaluation and comparison, the Purchaser will convert Tender Prices of all pre-qualified Tenders to Fiji Dollars at the exchange rate established by the Reserve Bank of Fiji for similar transactions, on the date of the opening of tenders. If there is a change in the value of the currencies prior to the decision on award, the Tender Prices will be re-evaluated at the exchange rates prevailing on the date of decision on award. 6.5 AWARD OF CONTRACT Award of Tender Following the opening of financial envelopes, the Purchaser will determine the best evaluated tender by correlating the pre-qualification marks with the respective Tender Cost as follows: S = 0.7 x (T/Tmax) x (Cmin/C) where: S T Tmax C Cmin the calculated Tender score, the highest value being the best evaluated Tender; the Technical score of the qualifying Tender; the maximum Technical score amongst the qualifying Tender; the Tender cost of the qualifying Tender; the minimum Tender cost amongst qualifying Tenders Award Criteria Subject to Clause 6.5.3, the Purchaser will award the contract to the Tenderer whose Tender has been determined as the best evaluated Tender according to Clause Purchaser's right to accept any Tender and to reject any or all Tenders The Purchaser is not bound to accept the Tender with the highest calculated score or any Tender and reserves the right to accept the whole or part of any Tender. Furthermore, the Purchaser reserves the right to annul the Tender process and reject all Tender(s) at any time prior to award of contract, without thereby incurring any liability to the affected Tenderer or Tenderers or any obligation to inform the affected Tenderer or Tenderers of the grounds for the Purchaser s action Notification of Award a. Prior to the expiration of the period of Tender validity, the Purchaser will notify the successful Tenderer in writing that its Tender has been accepted; b. The notification of Tender award will constitute the formation of the contract; c. Upon the successful Tenderer's furnishing of performance security pursuant to Clause 6.5.6, the Purchaser will notify each unsuccessful Tenderer and will discharge its Tender security, pursuant to Clause as promptly as possible Signing of Contract a. At the time that it notifies the successful Tenderer that its Tender has been accepted, the Purchaser will send to the Tenderer the Contract Form provided in the Tender Documents, incorporating all agreements between the parties, and any third party, if any; b. Within 30 days of receipt of the Contract Form, the successful Tenderer shall sign and date the contract and return it to the Purchaser together with the Performance Security pursuant to Clause HRIS Review Team April 2017 Page 19 of 20

20 6.5.6 Performance Security a. Within 30 days of the receipt of notification of award from the Purchaser, the successful Tenderer shall furnish an irrevocable and unconditional performance security, equal to 10% of contract value, issued by a bank operating in Fiji, in the form acceptable to the Purchaser; b. The proceeds of the performance security shall be payable to the Purchaser as compensation for any loss resulting from the Tenderer's failure to complete its obligations under the Contract; c. The performance security shall be valid for the whole warranty period and shall be discharged by the Purchaser immediately after its expiry date subject to clause b; d. Failure of the successful Tenderer to comply with the requirements of Clause or Clause of Chapter 6 shall constitute sufficient grounds for the annulment of the award and forfeiture of the Tender security, in which event the Purchaser may make the award to the next best evaluated Tenderer or call for new Tenders Delivery Schedule a. Delivery and installation of all goods and services ordered under this tender shall be completed as specified in the TOR document b. Technical, functional and operational training shall also be phased during this period and Tenderers shall highlight this within their plans. HRIS Review Team April 2017 Page 20 of 20